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April 2013

Volume 18, Issue 2

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military Training technology Features

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April 2013 Volume 18, Issue 2

Cover / Q&A

Special Section:

PEO STRI Project Management Update Insight from all of Program Executive Office for Simulation, Training, and Instrumentation’s (PEO STRI) project managers, focused on roles and responsibilities, challenges to be faced in 2013, and upcoming programs and initiatives. The Who’s Who section also includes a list of PEO STRI top 10 contracts from 2012 and a leadership pictorial spread of PEO STRI, which is the U.S. Army’s acquisition and contracting center of excellence for simulation, training and testing capabilities. In 2012

2013

PEO STRI received $794.4 million in direct funding, which breaks down to $382.6 million in operations and maintenance, $166.5 million in research development test and evaluation and $245.3 in procurement. PEO STRI also received $1,408.7 million in customer funding and $413.8 million in foreign military sales. PEO STRI’s 2013 direct mission funding is currently held by continuing resolution to fiscal year 2012 funded levels. As of press time the 2014 numbers were still being reviewed on Capitol Hill.

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Desktop virtualization provides multiple student and instructor workstations from a centralized server environment, which eliminates physical workstations residing in an electronic classroom. By Steve Vanderwerff

Training in a virtual reality environment has become routine for modern military forces and law enforcement agencies. But behind the special effects, the key to these realistic simulations is image generator technology hardware and software. By Nikki L. Maxwell

MPs are soldiers first and law enforcement officers second, and they need to be trained even more than public safety officials in order to perform that dual role. By Karen Kroll

Desktop virtualization

Departments 2 Editor’s Perspective 14 data packets 26 Team orlando 27 Resource Center

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Military Police Training

Industry Interview

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Dirk Schmidt

Senior Vice President of Training & Simulation Division Krauss-Maffei Wegmann

16 Rear Admiral Donald P. Quinn

Commander Naval Education and Training Command


Military Training Technology Volume 18, Issue 2 • April 2013

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EDITOR’S PERSPECTIVE Since sequestration went into effect on March 1, 2013, the impact on the U.S. Army is significant. It could mean a reduction in 100,000 of the Army’s end strength including some Guard and Reserve, in addition to the drawdown of 89,000 set to occur over the next three years. General Raymond Odierno, Army Chief of Staff, recently testified to the House Committee on Appropriations and said that thousands of Army civilians could also lose their jobs. He added that 48 percent of the Army’s budget goes to personnel costs and that the cuts needed to be made. “We have to stay in balance between end strength, readiness and modernization, and if we don’t do that we become a hollow force. Frankly, that’s going Brian O’Shea Editor to happen pretty quickly,” he said. These cuts mean the Army would have excess installation infrastructure, requiring the need for future rounds of base realignment and closure, said Odierno. In other words, maintaining unused facilities and bases would further drain the budget’s personnel, training and modernization dollars. The across-the-board cuts of sequestration will also affect the Army’s readiness, said Odienro. The Army will have to cancel its combat center rotations where brigade combat teams (BCTs) are trained. The total number of BCTs cut is approximately 40 percent. The Army has also reported a projected decrease in 10,000 to 14,000 recruits across the services this fiscal year as military entrance processing stations shut down one day per week. Beginning in April, civilian entrance processing stations employees will be furloughed, said Lieutenant General Howard B. Bromberg, Army Deputy Chief of Staff. He added that this will also decrease the number of Army recruiters, scholarships and training at universities across the country and result in less advertising money for marketing campaigns to attract new soldiers. From what I’m seeing in the media, the size of our nation’s Army is being decreased, the training that the soldiers we do have is being reduced, and the ability to attract and recruit new soldiers is also dwindling. While we may not have the doomsday situation that many in the media were projecting, the aforementioned scenario is not all that appealing and frankly, I find it a bit disturbing. If you have any questions regarding Military Training Technology, feel free to contact me at any time.

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Military Training Technology

U.S Army Program Executive Office for Simulation, Training and Instrumentation


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Top PEO: Dr. James Blake (SES)

Contracts Program Name: STOC II- Multiple Award IDIQ Contractor: Multiple Estimated Value: $17.5 billion

2013

DPEO: Rob Reyenga (SES)

Program Name: Warfighter FOCUS Contractor: Raytheon Technical Services Company LLC Estimated Value: $11.2 billion Program Name: Flight School XXI Contractor: Computer Sciences Corporation Estimated Value: $1.5 billion Program Name: Range Radar Replacement Program (RRRP) Contractor: General Dynamics C4 Systems Inc. Estimated Value: $538.8 million

Business Operations: Ken Wheeler

Project Support: Traci Jones

Acquisition Center Director/ PARC: Joe Giunta

Program Name: Instrumented Ranges-Digital Range Training Systems (IR/DRTS) Contractor: Lockheed Martin Corporation Estimated Value: $450 million Program Name: Common Army Ranges and Target Systems (CARTS)- Multiple Award IDIQ Contractor: Multiple Estimated Value: $400 million Program Name: Urban Operations Training Systems (UOTS) Contractor: Lockheed Martin Corporation Estimated Value: $287 million

PM ITTS: Col. Sharlene Donovon

PM Field OPS: Russ McBride

PM ConSim: Col. Wayne Epps

Program Name: Systems Engineering and Technical Assistance (SETA) Contractor: Electronic Consulting Services Inc. Estimated Value: $270.5 million Program Name: Synthetic Environment Core-Common Virtual Environment Management Contractor: Science Applications International Corporation Estimated Value: $223.5 million Program Name: Operational Test-Tactical Engagement System (OT-TES) Contractor: Argon ST Inc. Estimated Value: $251 million

PM TRADE: Col. Mike Flanagan

PM CATT: Col. Harry Buhl

PEO STRI Project Management Update Insight from all of Program Executive Office for Simulation, Training and Instrumentation’s (PEO STRI) project managers, focused on roles and responsibilities, challenges to be faced in 2013, and upcoming programs and initiatives. The Who’s Who section also includes a list of PEO STRI top 10 contracts from 2012 and a

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leadership pictorial spread of PEO STRI, which is the U.S. Army’s acquisition and contracting center of excellence for simulation, training and testing capabilities. In 2012 PEO STRI received $794.4 million in direct funding, which breaks down to $382.6 million in operations and maintenance, $166.5 million in research development test and

evaluation and $245.3 in procurement. PEO STRI also received $1,408.7 million in customer funding and $413.8 million in foreign military sales. PEO STRI’s 2013 direct mission funding is currently held by continuing resolution to fiscal year 2012 funded levels. As of press time 2014 numbers are still being reviewed on Capitol Hill.

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PM CATT Update U.S. Army Colonel Harry Buhl Project Manager for Combined Arms Tactical Trainers Q: What are PM CATT’s roles and responsibilities?

Q: How will conflicts in Iraq and Afghanistan coming to an end impact PM CATT?

A: PM CATT provides responsive immersive virtual training simulation, gaming and mission rehearsal capabilities to meet service, agency and combatant commander needs. This scope includes tactical trainers for maneuver, gunnery, planning, maintenance and medical training. Across this scope, we have the core acquisition responsibilities of delivering capabilities at the right cost and volume points as part of the broader Army set of needs. In the past, those cost and volume points were battalion sets of trainers for every installation and gunnery trainers for every battalion. Today’s cost and volume points have us looking at embedded training interfaces, interactive mission rehearsal, augmented reality, distributed virtual training and whatever technology and innovative creativity can package. While the programmatic variables may change in magnitude, our sacred trust to provide tough, realistic training cannot be broken. Our goal is to ensure no soldier experiences a situation for real without first training for that situation in a virtual environment.

A: In delivering capabilities that enable the new National Military Strategy [NMS] and the Army Campaign Plan [ACP], PM CATT and industry must work toward a greater synergy than has been achieved previously. Within the bounds of law and ethics, we must both understand the long-term vision spelled out by the NMS and ACP. This understanding should lower risk and encourage industry to invest in ways that are complementary to the limited resources the Department of Defense has available. The end goal is to get the best capabilities and solutions possible. We must do this while encouraging competitive innovation to achieve currently unattainable capabilities in areas of risk. I believe this philosophy has a second benefit. While providing for the economic success of industry in our competitive environment, it also girds the broader economy with information and opportunity through what Adam Smith might have called an “invisible hand” of risk-based investing in the continued preeminent capabilities of our Army.

Q: What are the primary challenges PM CATT will face in 2013? A: The new year presents several challenges and opportunities for PM CATT. With changes in the Army’s training strategy, there will be increased capabilities required in the gunnery and maneuver portions of the CATT portfolio. Concurrently, ensuring that fielded systems continue to keep pace with service systems will be a constant pressure. Opportunity will be evident as the rapid growth in gaming technology and virtual hardware enable cost-effective upgrades to key capabilities—reducing costs and increasing capability. We also have the opportunity to posture legacy programs that trained the Army from the Cold War through Operations Enduring Freedom and Iraqi Freedom as a hedge for the next generation of capabilities that technology and creativity can provide to the Army. These programs will sustain our formations and soldiers in the foundational training we will do for many years to come. They will provide the catalyst to bring collective virtual training to commanders and soldiers in high-risk and high-volume missions that is as tough and realistic as possible.

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Q: What were the biggest highlights for PM CATT in 2012? A: Last year was a tremendously successful era for Team CATT. We began fielding the first immersive, virtual, dismounted infantry trainer for Army use. The Dismounted Soldier Training System is demonstrating fantastic results in providing safe training of very dangerous situations without the overhead of live training. Similarly, we started the fielding of Virtual Clearance Training Suites, which have become a highly utilized training tool for route and area clearance missions across the Army. Our Close Combat Tactical Trainer team awarded a $115 million concurrency contract to keep our simulators on par with the tactical vehicles they simulate. Our product managers also expanded the portfolio in support of other services and agencies. The nexus and cost-benefit of CATT providing virtual simulation capabilities was a great benefit to the Air Force with the Boom Operator Simulator System. The Veterans Health Administration, another nontraditional PM CATT customer, executed nearly $28 million in acquisition and contracting.

In all, 2012 was a very busy year with tremendous success. Given the uncertain and complex world, coupled with the ever-increasing demands for tough, realistic, virtual training, this year looks as exciting and rewarding. Giddy up! Q: What is the long-term vision for PM CATT? A: The pace of technology and the demands for ever-higher fidelity simulations will keep us performing across the development and production realms. The Army is looking with even more urgency for innovative capabilities to provide soldiers the edge they need against an evolving and adaptive threat. Combatant commanders need immediately proficient units to execute complex plans. This has created a focus at the squad level and at the brigade level for synergy of overmatch. Squads need training capabilities to enable their employment as a decisive force. Brigades need economical, but effective, collective, multifunctional and multi-echelon training to enable their employment for unified land operations. PM CATT, in concert with all Army stakeholders, is developing strategies and hedge options to bring the best capability to bear on these critical, national demands. We will see more connectivity across the training domains—cooperating even more closely with live targets and constructive project management offices. We will also be breaking some of the traditional approaches. PM CATT will accept and manage risk to provide capability that is the best available to meet soldiers and commanders’ needs. Q: How does PM CATT stay current with the consistent advancement of simulation technology? A: We have a great relationship with the Simulation and Training Technology Center. As we align our requirements with that of our cooperative PEOs, we identify science, technology and engineering limits that must be matured to make them feasible in our solutions at the right points in time. This is primarily geared toward driving technology rather than waiting for technology to appear. While we may not have the volume to independently mature technology arteries, if we have the military capability foci correct, we can

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drive the unique technology and engineering that will have the highest military payoff. In our product lines, the commercial sector will

mature some technologies like gaming, processing and graphics faster than the government could ever influence. On that parallel

path, we need to ensure surveillance and cooperation to leverage this great free-market menu of innovation and capability.

PM Field OPS Update Russ McBride Project Manager for Field Operations Q: What are PM Field Ops’ roles and responsibilities? A: PM Field Ops’ mission is to provide integrated training systems sustainment and training services worldwide for the U.S. Army, Marines, Navy, Air Force, special operations and multinational coalition forces. PM Field Ops maintains and operates the U.S. Army’s training aids, devices, simulators and simulations [TADSS] at home stations, institutions, combat training centers and deployed locations worldwide. Additionally, PM Field Ops provides instructional and training exercise support to U.S. uniformed services and coalitions services.

long continuing resolution impacting Army training, our civilian workforce and our contractor workforce. The implication of these budgetary decisions is that training would cease or be drastically curtailed for many elements of the Army supported by PM Field Ops. Q: What are the biggest highlights for PM Field Ops 2012?

Q: What are the primary challenges PM Field Ops will face in 2013?

A: A significant highlight for PM Field Ops in 2012 was the pace of contract execution with no interruption of training support or services. We continued to grow our support to other services, specifically special forces and the Marine Corps. PM Field Ops executed $1.4 billion on contract in fiscal year 2012, which is half of what PEO STRI placed on contract last fiscal year.

A: The major challenge to PM Field Ops is the impact of potential sequestration and a year-

Q: How was Field OPS involved in Southwest Asia in 2012?

A: PM Field Ops supports many training operations directly in theater. Specifically, PM Field Ops provides TADSS and range support for ARCENT in Camp Buehring, Kuwait; training for the Iraqi Army under a State Department mission; training for the Afghanistan National Army under a NATO training mission to include pilot training and counter-IED training; and training device and simulator sustainment to U.S. forces in Afghanistan. Q: What are the top three things PM Field Ops needs from industry? A: Now more than ever, we seek flexibility, responsiveness and innovation as we wrestle with potential sequestration and year-long continuing resolution impacts. We continually look for competitive pricing and partnerships in this tough fiscal environment.

PM ITTS Update U.S. Army Colonel Sharlene Donovan Project Manager for Instrumentation, Targets and Threat Simulators Q: What is the PM ITTS mission and vision? A: Project Manager for Instrumentation, Targets and Threat Simulators’ [PM ITTS] mission is to provide and operate effective and relevant test, training and threat capabilities in support of servicemembers and other customers. Our vision is to be the leader for instrumentation, target and threat system enterprise solutions. Q: What are some highlights for PM ITTS from 2012? A: During the past year, PM ITTS has been very successful in a wide range of achievements. The Threat Systems Management Office was granted and now maintains Army-certified opposing force computer network operators and DoD-certified “Red Team” personnel with the

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primary mission to support the acquisition and testing communities in DoD- and Army-level exercises and events. The Instrumentation Management Office [IMO], with support from the PEO STRI Acquisition Center, awarded the Range Radar Replacement Program [RRRP] contract to replace antiquated 1950s- and 1960s-era instrumentation radars located at White Sands Missile Range at Aberdeen Test Center in the Redstone Test Center and Yuma Test Center. Awarded in June 2012, the contract has an overall ceiling value of $385.5 million. For their efforts, the RRRP team won the 2012 PEO STRI “STAR” award for contract execution. Within our Target Management Office, the Aerial Target Flight Services Team received the DoD Value Engineering Achievement Award. The team’s innovative approach to convert Air

Force high-speed targets for Army use resulted in a fiscal year 2012 cost avoidance exceeding $10.4 million, including an Air Force savings of $1 million. All three of PM ITTS’ management offices provided support to the Network Integration Evaluations [NIEs] 12.1 and 12.2. This included robust and scalable threat electronic warfare and computer network operations capabilities. Q: How does PM ITTS support the soldier? A: PM ITTS develops systems for Army Test and Evaluation Command and the Office of the Secretary of Defense Test Resource Management Center [TRMC] that are used for testing equipment and weapon systems ultimately destined to be fielded to the soldier. Every major Army test event uses instrumentation, targets and

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threats developed and operated by PM ITTS. Our team is a huge contributor to ensuring the Army is the best-equipped force in the world. Q: What are some of the major projects PM ITTS is engaged in? A: The PM office continues to provide a cyberthreat capability and create strategic partnerships with the cyber community. As the service execution activity, PM ITTS is working closely with TRMC to complete transition of the National Cyber Range from the Defense Advanced Research Projects Agency to DoD. As mentioned previously, IMO will procure a number of fly-out radars, close-in radars and

radar operation consoles from 2015 through 2019 via the RRRP contract awarded last year. In 2012, IMO procured and delivered more than 100 velocity radars to Army Test Centers. In support of TRMC and Central Test and Evaluation Investment Program, PM ITTS is conducting market research for new optical tracking systems under the Advanced Range Test Instrumentation System [ARTIS] program. The ARTIS timeline calls for a contract award in 2014 and initial deployment by 2017. The new optical tracking systems will come in a small, easily deployed model that can turn quickly for testing groundbased tests, and a larger model to accommodate bigger instruments for tracking aircraft, UAVs, ballistic missiles and aerial intercepts.

The Joint Urban Test Capability [JUTC] is another major TRMC development project being executed by IMO. JUTC, with a planned 2014 contract award, includes an urban environment and test infrastructure to support developmental and operational testing. Q: What is PM ITTS role in cyber testing? A: PM ITTS performs total life cycle management for the acquisition, operations and sustainment of validated opposing forces cyber capabilities that includes tools, teams and operationally realistic environments supporting Army and DoD exercises and events such as the ongoing series of NIEs.

PM TRADE Update U.S. Army Colonel Mike Flanagan Project Manager for Training Devices Q: What are PM TRADE’s roles and responsibilities?

Q: What are the biggest highlights for PM TRADE in 2012?

A: PM TRADE is responsible for the development, production and fielding of training devices to support collective training in the live environment at homestations and the combat training centers. Our primary customer is the U.S. Army soldier, but we also deliver training solutions to the other services and our allies [18 current international cases in Europe, the Middle East and South America].

A: The PM TRADE workforce and what we all do is incredible and amazes me daily as we serve our soldiers and our Army; there are many highlights for 2012. My space is limited, so here are two at the top. One, as we move more from a deployed force and back to training at our combat training centers, we spearheaded a Combat Training Center-Instrumentation System acquisition competition effort in 2012 that was valued at $152 million and was one of PEO STRI’s top priority acquisition efforts in 2012. That effort is now on contract, and we are moving out to upgrade our CTCs with a modern instrumentation system that will better enhance soldier training. Two, the aforementioned LT2 program recognized at the PEO STRI level for program execution was also recognized at the Army level for the same in an awards ceremony hosted by the Honorable Heidi Shyu for its impacts across Army training.

Q: What are the primary challenges PM TRADE will face in 2013? A: The current fiscal environment is the greatest challenge facing PM TRADE in 2013. Along with the rest of DoD, we are focused on continuing to garner efficiencies that are in keeping with the Better Buying Power initiatives that DoD has implemented. In fact, at PEO STRI we have a command-level annual award that is presented to the top teams in the categories of contract execution and program execution that is based upon the Better Buying Power principles as the criteria. This past year, PM TRADE’s Live Training Transformation [LT2] team was recognized as the top PEO STRI team for program execution—a team that has implemented initiatives such as common components reuse across programs, live training standards development with industry participation, and technology insertion; to date, this approach has resulted in a $400 million cost avoidance across multiple programs.

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Q: How is the Army Live Training Campaign Plan progressing as far as supporting the Army Training Concept 2012-2020? A: In keeping with the Army Training Concept 2012-2020, the PM TRADE Army Live Training Campaign Plan is aligned. We are maximizing science and technology development initiatives such as our location of miss and hit technology that provides soldiers’ qualification with their weapons on targetry ranges, allowing them to qualify with

their weapons in half a day where in the past it was a three-day event. In addition, as we move more to homestation training, our Homestation Instrumentation Training System [HITS] is being fielded across the Army. The HITS concept is aligned with the 2012 Army Posture Statement produced by the U.S. Army Training and Doctrine Command that states, “In times of diminishing resources, we must maximize homestation training capabilities.” Q: How does PM TRADE work with industry to meet its objectives? A: PM TRADE’s work with industry is paramount to our success in delivering live training capabilities to soldiers. Each industry partner is an extension of our total team toward that full success. Our Live Training Portal (https://www.lt2portal.org/) is our outreach for sharing information with our industry partners. In the past two years, portal registration has increased 400 percent with more than 100 collaboration sites. Additionally, I utilize our Live Training Portal to announce our frequent and recurring industry breakfasts to provide the “State of PM TRADE,” while at the same time garnering their respective inputs. Later this year, we will invite industry stakeholders to join us in developing two new standards for live training devices that we will incorporate next year in new solicitations. This collaboration is even more important in the current fiscal environment. The more industry knows and understands our vision for live training, the better they can focus their scarce resources to meet our training needs.

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PM ConSim Update U.S. Army Colonel Wayne Epps Project Manager for Constructive Simulation Q: What are PM Constructive Simulation’s [ConSim] roles and responsibilities? A: PM ConSim strives to be the lead project management office for relevant integrated and interoperable simulation products in support of soldier readiness and the nation. To do so, we develop, test and field constructive simulations and provide integrated simulations, simulators and specialized solutions for the warfighter. In order to meet the intent of PM ConSim’s mission, my role as the project manager is to scan the strategic horizon of both DoD and industry to ensure we seek and deliver the most appropriate technological training capabilities to our soldiers to continue honing their skills and remain ready to execute any mission our nation requires of them. My daily responsibilities include defining the scope of project work; leading the operational, financial and technological aspects of the workforce; and coordinating the efforts of industry partners, government engineers, logisticians, contracting officers and others. Furthermore, I assess and determine risk management procedures for portfolio programs; develop and foster stakeholder relationships; and provide guidance that is synchronized with the Army training strategy, along with overall responsibility for operating within limits of cost and schedule and

ensuring adequate performance of assigned products in order to develop and integrate simulations in support of DoD operations. Q: What are the primary challenges PM ConSim will face in 2013? A: The challenges in 2013 include the typical obstacles that are intrinsic with the stated roles and responsibilities; however, this year adds additional aspects. The continued troop drawdown in Iraq and Afghanistan yields an influx of troops at home station. Furthermore, the financial budgetary issues that currently grip our nation exacerbate the traditional management concerns. With an anticipated reduction in resources, funds and personnel, the challenge will be providing the desired level of products and product support. Following the reduction in resources, prioritization of efforts becomes difficult in many cases. The art will be balancing the competing requirements under more stringent financial constraints. Other challenges include development of new terrain databases based on training readiness, simulations meeting the needs of the various M&S communities—including analysis, experimentation, testing, acquisition, training, intelligence and operations/ plans—and finally developing or enhancing constructive simulations that support cyber

requirements and functionality, and cloud requirements as they emerge. Q: What are the biggest highlights for PM ConSim 2012? A: I’d like to share a number of highlights, the first being under the One Semi-Automated Forces [OneSAF] program. The OneSAF program successfully accomplished several primary missions during the year. One of the most noteworthy accomplishments was the software release of OneSAF version 5.1.1. This particular version of OneSAF supported several events such as an Indirect fire protection capability analysis of alternatives operational benefits analysis conducted by the Army Materiel Systems Analysis Activity, and the Simulation Experiment for Gain and Maintain Operational Access event held at Fort Benning, Ga. The program’s various releases support more than 200 customers throughout the U.S. The program has a diverse customer base and also releases versions to other countries as well. OneSAF released a domestic version [5.5] and an international customer version [5.0] and was later used as the “simulation of choice” for the Network Integration Evaluation [NIE] 13.1, at Fort Bliss, Texas. As the base simulation it helps support the unit’s training and rehearsals. The


OneSAF program also conducted co-developer user events with the Marines and Space and Missile Defense Command. Because the program’s stakeholders want to gain more information about what the program is doing and also share new technologies that they are developing, the program hosted its first Co-Developer Technical Exchange Meeting, September 4-7, 2012, in Orlando, Fla. This meeting, attended by 175 participants, introduced a wealth of information such as technical discussions, co-developer briefs, demonstrations and version release updates. Another program, the Joint Land Component Constructive Training Capability [JLCCTC], also made great strides last year. The JLCCTC Multi Resolution Federation-Warfighters’ Simulation was successfully used during 11 crucial Army exercises during 2012. Six warfighter exercises were at the brigade level supported by the Mission Command Training Program, two were at the division level with the 2ID in Korea supported by the Korea Battle Simulation Center, and for the first time, three exercises at the Corps level— two with III Corps at Fort Hood, and one in Japan supporting the Yama Sakura annual exercise. JLCCTC released an request for proposal for a full and open competition, and source selection activities are underway; anticipated award is the second quarter of fiscal year 2013. In addition, the Army Low Overhead Training Toolkit was validated and fielded four initial operational capability components to centers of excellence and mission training centers.

The Warrior Training Integration team manages the Live, Virtual, Constructive Integrating Architecture [LVC-IA] program of record, which successfully completed its government acceptance test [GAT] and a first user assessment [FUA] at Fort Hood. The five-week GAT verified the system and capability was developed according to user requirements. The three-week user-led FUA event resulted in CAC-T validating the LVC-IA system for training. PM ConSim also established an agreement with RDECOM’s STTC to begin execution of the ConSim Risk Reduction Test Bed [RRTB] initiative. This effort is designed to ensure maximum reuse of common components and to mitigate risks. The RRTB will facilitate identifying capability gaps across the entire ConSim portfolio of programs, and leverage existing research and development efforts to close the gaps. Other notable accomplishments in 2012 include the Battle Command Training CenterEquipment Support program completing its furniture, fixtures and equipment installation at the United States Army Central Shaw Air Force Base and at Fort Bragg and Fort Bliss. The Intelligence Electronic Warfare Tactical Proficiency Trainer [IEWTPT] program fielded its technical control cell [TCC] capability to two new sites—Korea Battle Simulation Center and the Army’s National Training Center—and upgraded the TCC system at all fielded locations. In addition, IEWTPT developed and fielded new signals intelligence and geospatial intelligence training capabilities and scenarios for its human intelligence control cell.

Another team, the Synthetic Environment Core [SE Core] group, facilitates a robust capability to better train our soldiers, from the individual crewmember all the way to the senior staff officer, by building common components for all confederates. Examples of these common components are common terrain for systems to operate on, common semi-automated forces ensuring all behaviors of the computer-generated forces behave tactically and doctrinally correct, and common visual models projecting a common scene in the virtual and gaming domain. Commonality is the key to ensuring a better fair fight environment so all participants meet their training objectives while expanding the scope and participants of an exercise. To ensure all of the information flows properly between systems, SE Core developed communication gateways that enabled the information to flow freely and completely, painting the complete picture on all systems. Getting the terrain data populated on the Mission Command or “real world” systems has been a challenge. SE Core has successfully stimulated many of the Mission Command systems used in simulation exercises. SE Core accomplishments have provided new capabilities and enhancements to our training environment, resulting in new systems which were not developed with simulation interoperability in mind into the confederation of simulations systems. SE Core is charged with the challenge of enhancing current capabilities and providing enhancements to our existing systems. SE Core’s value has been proven on


numerous occasions and will continue to be a training multiplier for the foreseeable future. And finally, the last program I’d like to mention is the Simulation to Command, Control, Communications, Computers and Intelligence Interoperability, which conducted multi-service and department work on geospatial issues and begun a value of simulation study to determine actual value of training with simulations for collective training. Q: How does ConSim adapt to advancing technologies? A: I recognize that there is a cost associated with looking for advancing technologies. The cost to explore and evaluate, not implement, combined with the cost the program office incurs by allowing individuals to take time to look at technologies, is worth every cent. This investment of money and time goes beyond the typical “it’s part of the job” efforts of which we are accustomed. We must include our industry partners, giving them sufficient insight to longterm efforts, so they can assist in the pursuit for advancing technologies utilizing their own investment capital. Also, strategic alliances must be forged with research organizations. We need to continue to do a better job of getting our expected needs out to organizations in advance of their planning cycle. Industry partners need to be motivated to use associate contractor agreements as well as other contractually appropriate vehicles for sharing technologies.

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Possessing an understanding of where our programs are going will enable us to look for the right technologies. Each program should have an advancing technologies roadmap, where attention is paid to where we want to go and when we are to be alerted about emerging technologies that we could leverage in accomplishing our goals and objectives. The challenge is to quickly determine the efforts that are worthy of pursuing, as there are a lot of technologies that potentially have promise, but we have to know when to cease that pursuit with innovations that are limited or premature. Overall leadership commitment and involvement is essential to prudent exploration efforts to discern which advanced technologies will provide the best return on our investment, with regards to meeting schedules and maintaining current budgets. Q: With conflicts in Iraq and Afghanistan coming to an end, how will ConSim adapt its training systems as theaters of operations change? A: In light of our leaders’ decision to draw down troops in Afghanistan and Iraq, and the return of those troops to the U.S., there will be more competition for the limited physical training space available. Combine that with a reduction in the defense budget and, logically, the increased use of PM ConSim products and capabilities that save training resources­­­—time, money, fuel, etc.­­ —affords soldiers an economical, safe and relevant training opportunity to hone their task proficiency. PM ConSim

provides the technical solutions to integrating identified existing Army training devices to achieve multi-echelon brigade combat team and below training. This capability will provide home stations the ability to link some of its existing live, virtual and constructive training systems to expand the training space available. The ConSim strategy includes a spectrum of training capabilities that take a commander and staff from a crawl level proficiency to walk and run levels, thus facilitating home station training that ensures successful training when and if the units go to the combat training centers, and ultimately when and if they deploy to execute their wartime functions. PM ConSim continually reviews stated requirements for system developments and improvements to limit training gaps and unwarranted overlaps. This is significant in order to avoid expending resources unnecessarily, while facilitating soldier training. As budget execution complexities increase and our Army transitions to a smaller, more versatile force, it will necessitate PM ConSim approaches to continue to save training time, money, fuel and other resources in support of the integrated and blended training environments. We strive to assist stakeholders in understanding the architectural decisions aimed to reduce costs and improving training effectiveness. For example, the architectural decision to promulgate the product OneSAF will make database and behavior updates easier and faster, thus providing the soldier a relevant integrated and interoperable training event. O

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Navy commander sees benefits after training center visit. By Steve Vanderwerff The commander of Naval Education and Training Command (NETC) recently visited the Center for Naval Aviation Technical Training Unit (CNATTU) Keesler Air Force Base to see firsthand how the learning site has successfully implemented a virtual desktop initiative (VDI). Rear Admiral Don Quinn, NETC commander, was briefed by Commander Jonathan Vorrath, CNATTU Keesler’s commanding officer, about the learning site implementation of VDI and how they use it to train students. VDI is a five-year plan to deploy the VDI to more than 36,000 daily users and will replace 80 percent of the more than 23,000 desktop computers in more than 2,500 classrooms at 68 learning sites around the world. Desktop virtualization provides multiple student and instructor workstations from a centralized server environment, which eliminates physical workstations residing in an electronic classroom. “CNATTU Keesler is the first learning site to implement the virtual desktop initiative, which will expand throughout the NETC domain,” said Quinn. “We have thousands of computers. To keep pace with current technology, security risks and software, each computer currently has to be updated. When you virtualize a classroom, you shift from multiple updates to an update of a single server. In this case, we went from 152 computers to three servers. Now when we update,

we only have to do it three times instead of 152. It’s a huge time and money saver.” Besides being a money saving venture, Quinn said he is also pleased by how VDI saves electrical power and time, and benefits the students. “There’s also a power issue—instead of running 152 desktops we now have only 152 monitors and three servers. So we save on electricity, manpower and time,” Quinn said. “In terms of mission effectiveness, the most important thing is speed. It’s so much better for the students. It’s reliable, it’s faster, and instructors now spend less time fighting technology and more time teaching. It is clear that once we incorporate this change in more than 2,500 electronic classrooms containing more than 23,000 computers, that this is a huge deal for NETC and the Navy.” Spearheaded by NETC’s information technology services department, the initiative stemmed from a mission imperative requiring cost-effective delivery of training content. O Steve Vanderwerff is with Naval Education and Training Command Public Affairs For more information, contact MT2 Editor Brian O’Shea at briano@kmimediagroup.com or search our online archives for related stories at www.mt2-kmi.com.

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MT2  18.2 | 13


DATA PACKETS New Fiber Optics 1-2-3 Course and Manual for 2013 The Light Brigade has launched its most significant upgrade to its core course in fiber optics. Staying abreast of the latest innovations and changes in the industry, the Fiber Optics 1-2-3 course has been updated to feature the latest in fiber-optic technology, products and standards. The new manual contains 20 chapters and more than 470 pages that cover multimode and single-mode technologies from A to Z. It is considered the foremost technical primer and resource manual for anyone involved in fiber optics. Updates to the course and manual include: • Multimode fiber technology featuring OM3, OM4, and bend insensitive fibers • Restricted mode and encircled flux launch conditions • Single-mode fiber technology, including G.652D, G.655 and G.657 fibers • The newest termination products and techniques • Up-to-date standards and specifications • Fiber to the home, Ethernet and the Internet protocol • Expanded installation and optical testing content • The latest active devices, including FTTx products • In-depth information on passive devices such as optical switches and splitters Jim Clodfelter; jim.clodfelter@lightbrigade.com

God Rays, Cloud Shadows to SilverLining in SDK Sundog Software released version 2.7 of its SilverLining Sky, 3-D Cloud and Weather SDK, rolling out several new visual effects for game and simulation developers. “SilverLining 2.7’s most eye-catching improvement is crepuscular rays, aka God rays,” said Frank Kane, founder of Sundog Software LLC. “Beams of light emanate from the sun when it’s behind clouds, leading to visually stunning scenes with no extra effort from the developer.” This update also provides new “shadow maps” that developers may use to cast shadows from the clouds on the ground, and “environment maps” that may be used for reflecting SilverLining’s simulated sky on water and other objects. These environment maps may be used with Sundog’s Triton Ocean SDK to produce realistic sky reflections on Triton’s virtual oceans. “It’s a big update,” continued Kane. “In addition to new ray, shadow and reflection capabilities, we’ve expanded support for very large cloud areas to DirectX-based engines, made some fixes to our lens flare and real-time cloud growth effects, enhanced our support for customers using multiple viewports, and improved our integration examples for the Ogre engine and for C# development.” Frank Kane; fkane@sundog-soft.com

Vehicle Dynamics Software One of the major new features of Mechanical Simulation’s BikeSim is the capability to “linearize” the vehicle math model to support classical analysis methods often used with simpler models. A common application for this feature is to identify vibration modes of the vehicle that can cause stability and safety problems. In testing the new feature, Dr. Yukio Watanabe, chief developer of BikeSim, confirmed that BikeSim correctly captured familiar vibration modes called “weave” and “wobble.” However, he also found a vibration mode that has not been described in the technical literature. After contacting well-known motorcycle researcher U.K. Professor Robin Sharp, Watanabe found that the vibration is a mode called “chatter” that affects MotoGP racing teams when operating at high-speed and high cornering loads. According to Watanabe, “the new linearize command is a breakthrough

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for detailed nonlinear simulations tools such as BikeSim. Although the vehicle is a complicated, nonlinear system, the new command can be applied multiple times during a simulated test to determine the effects of speed and other factors on motorcycle modes of vibration.” Watanabe also noted that the math models include other extensions that have been requested by customers. There are several improvements in sensor ranging and detection, more options for the tire model, more options for chain drive configuration, and more easily configured nonlinear table functions. Dr. Michael Sayers, chief executive officer and chief technology officer at Mechanical Simulation, added, “BikeSim 3.2 includes major improvements in the simulation environment that were introduced with the recent release of our CarSim software. BikeSim 3.2 brings spectacular

visualization from the driving simulator world to engineers using basic simulation to accelerate their evaluations of vehicle performance. It provides advanced controls of the playback, heads-up displays of any variables in the models, multiple simultaneous views, and libraries of vehicles and proving ground areas developed by skilled video artists.” Besides adding functions, BikeSim 3.2 includes many refinements to the user interface. As automotive engineers rely more on simulation for testing and development, many who do not have time to become experts in the details of simulation find themselves needing to work with simulation tools. Developers at Mechanical Simulation have responded by simplifying the interface for occasional users, while providing even more capabilities for the advanced users. Dr. Yukio Watanabe; ywata@carsim.com

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Compiled by KMI Media Group staff

Training Tool to Enhance the Future of Medicine Simetri Inc. recently announced that they have been awarded a contract by the U.S. Army Research Laboratory (ARL) for the research and development of an interoperable common scenario repository for medical training. The effort seeks to explore and prototype hardware and a software application that standardizes scenarios for diverse Army medical training. Once accepted, the application will provide a centralized repository for validated medical training scenarios that will be interoperable with all medical training devices such as human patient simulators and desktop games. “Working with ARL to develop this capability for HRED [Human Research and Engineering Directorate] Simulation and Training Technology Center and delivering it into the hands of Army medics for training is a tremendous undertaking,” said Angela Salva, president and chief executive officer of Simetri. “We are excited to be at the leading edge of this capability.” The contract effort also includes research, design and validation, using subject matter experts, of a set of constructed standardized scenarios to satisfy the specific learning objectives for Army medical training. The overall goal of the effort is to lower barriers to the creation of new medical training content by the Army medical community for use on existing and future training technologies. The contract will consist of three phases beginning February 1, 2013, with the third phase ramping up in fall 2014. Partners in the new task include the University of Central Florida College of Medicine and ArtSimMagic Inc., a Central Florida small business focused on simulation and training research. Angela M. Salva; angela@simetri.us

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Submersible Virtual Maintenance Trainer

The Disti Corporation, a developer of interactive 3-D software and customized training solutions, has successfully delivered the first virtual maintenance trainer for RRC Robotica Submarina to train personnel on routine maintenance procedures for their fleet of deep sea remotely operated vehicles (ROV). The SIMA ROV virtual task trainer provides a comprehensive training experience integrated directly into the containerized control center that is deployed with each submersible unit. RRC Robotica Submarina is a Brazilian company that specializes in deep-sea exploration work, as well as training personnel and customers on deep-sea exploration at their Deep Water Education Center. A component of this training is the use of ROVs by their commercial and military customers. With the procurement of several new ROV systems from Schilling Robotics, RRC contracted Disti’s professional services team to provide a virtual maintenance system called “Sistema de Manutenção Avançada” (SIMA), Portuguese for “Advanced System Maintenance.” The virtual maintenance trainer provides RRC with an enhanced and cost-effective method for training ROV personnel on pre- and post-operation checks and routine maintenance procedures in a comprehensive easily accessible application prior to live hands-on experience. Disti’s professional services team used a combination of GL Studio and Replic8 to develop the ROV maintenance training application. GL Studio provided accurate emulations of the intricate user interface of the ROV’s control station.

Replic8 provided the out of the box interactive 3-D lesson framework for rendering and controlling the components of the virtualized ROV. “RRC Robotica wanted a maintenance training system that could be used whenever the ROVs deploy onboard a ship to enable maintenance technicians to train during downtime. Our solution was to install the maintenance training courseware on a computer in the ROV containers that control the actual ROV mission,” said Chris Giordano, director of global sales at Disti. “RRC Robotica is delighted with the new SIMA software developed and customized by Disti to RRC Robotica. [The] RRC initiative having our maintenance system supported by interactive 3-D software such as SIMA is unique worldwide. I am sure our clients will perceive all the benefits, including: innovation, professionalism, reduction of human mistakes and maintenance time throughout the years,” said José Ramos Duarte Jr., director president of RRC Robotica Submarina. Chris Giordano; cgiordano@disti.com

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Naval Trainer Stabilizing Naval Overall End Strength

Q& A

Rear Admiral Donald P. Quinn Commander Naval Education and Training Command Rear Admiral Quinn is a native of East Rochester, N.Y. He graduated from the U.S. Naval Academy in 1979 and was designated a Naval Flight Officer in 1980. He completed operational assignments with the “Knightriders” of Attack Squadron (VA) 52, based in Oak Harbor, Wash.; the “Nighthawks” of VA 185, based in Atsugi, Japan; and the “Fighting Tigers” of VA 65, based in Virginia Beach, Va. He also served as deputy chief of operations for commander, Joint Task Force Southwest Asia, directing Operation Southern Watch. His shore tours include instructor duty in the A-6 Intruder Fleet Replacement Squadron; a tour as aide to commander, Medium Attack Tactical Electronic Warfare Wing Pacific, in-residence education at the Naval War College; joint duty in the Targeting Division of the Atlantic Intelligence Command, and a tour in Navy Personnel Command as director of the Aviation Officer Distribution Division. He holds a Master of Arts degree in national security and strategic studies and a Master of Science degree in general management. In 1993, Quinn was chosen for transition into the EA-6B Prowler Community and commanded Electronic Attack Squadron (VAQ) 139, VAQ-129, and Carrier Air Wing 9. In September 2005, Quinn was promoted to flag rank. He has commanded the Naval Air Training Command, Strike Force Training, Atlantic, and Navy Personnel Command. His awards include the Legion of Merit, Distinguished Flying Cross, and the Bronze Star. Quinn became the 17th commander of the Naval Education and Training Command on January 30, 2012. Q. In your first year as commander of NETC, what have been the greatest challenges? A: Our two greatest challenges recently have been a significant increase in enlisted accessions and the move from a single resource sponsor for Navy manpower and training to multiple resource sponsors. The Navy is bringing in more than 41,000 enlisted sailors this year to stabilize our overall end strength, which is the largest number of accessions in many years. That fact demands that we maximize the efficiency of our 792 different enlisted training pipelines to deliver trained sailors to the fleet with minimal idle time by flexing our training resources—instructors, equipment and funding—to find the right balance to support the increase. The move to multiple resource sponsors for manpower and training was done to help the Navy better understand the total operational cost of our capabilities. Previously, training funding primarily flowed from the Chief of Naval Personnel. Now the funding is coming through the various resource sponsors, such as aviation and surface warfare. It definitely increases the complexity of the budgeting process, but should help create greater clarity 16 | MT2 18.2

for the warfare enterprises as they balance the need for enhancements to existing capabilities against budget realities. Q: What do you expect will be the greatest challenges in 2013? A: Our greatest challenges in 2013 emanate from the ongoing federal budget issues. The Navy and Marine Corps are uniquely qualified and positioned to respond immediately to crises, to assure allies, to build partnerships and to deter aggression. But these capabilities are clearly at risk in the fiscal uncertainty we now face. Regardless of the amount given, it is very tough to maximize efficiency and effectiveness when you don’t have a budget to plan to, year after year. That condition also stymies your ability to properly fund and deliver powerful leading edge training initiatives. We touch many aspects of Navy training, with more than 35,000 students enrolled on any given day in more than 5,000 different courses at 238 NETC activities and detachment worldwide, but our “bread and butter” is the training of all new accessions. As we bring in more new sailors than we have seen in recent years, a significant challenge in the current fiscal environment will be to ensure we have the instructors, resources and facilities required to provide them the knowledge and skills they need to succeed in the fleet. The resources for this year’s training were allocated in 2010 and did not anticipate this surge. The current fiscal realities have left us with little internal capacity to move additional resources where needed. www.MT2-kmi.com


Q: What programs or initiatives do you plan on implementing in 2013? A: The most significant initiative we implemented in both 2012 and 2013 was Navywide Sexual Assault Prevention and Response [SAPR] training, both for E-7 and above [SAPR-Leadership] and E-6 and below [SAPR-Fleet]. This training, developed by our Center for Personal and Professional Development, provides the knowledge and skills to reduce sexual assault and promote a culture of respect and professionalism in our force, where every sailor is motivated to intervene and stop this crime. In developing this training, we made sure that it incorporated the best use of technology—in this case a realistic, hard-hitting, interactive video scenario—coupled with small group, facilitated face-to-face discussions. By the end of March, nearly every sailor will have completed this training, emphasizing that this crime hurts our shipmates, hurts the operational readiness of our units, and must be stopped. On the technology side, in February NETC began implementing a new Leaning Management System [LMS] in a phased roll out for shorebased training facilities. Although the current LMS has served the Navy well, the ever-expanding and dynamic needs of today’s distributed training environment call for a more flexible and adaptable technical architecture. Under the Enterprise Training Management Delivery System modernization effort, the new LMS will replace the current LMS that supports Navy e-Learning [NeL] and has been in place since 2001. It will continue to help sailors ashore advance their careers and stay current with training requirements. Courses range from information assurance training—required of all sailors, Marines, civilians and contractors—to hull-specific training for individual afloat units. Personnel using NeL complete between 4 and 5 million online courses annually from an offering of over 8,000 courses. NETC also relies on NeL for use in schoolhouses to teach new individual skills and provide refresher training. Given that NeL is one of the world’s largest distance learning environments, LMS flexibility and efficiency are necessary to satisfy the 21st-century training needs of our sailors and Marines. The new system increases our capability and versatility to deliver, document, track and report online educational courses and training programs. In 2013, we will continue to expand our use of virtual training. The costs of travel to conduct recurring, just-in-time/emergent, and initial training continue to grow, as do the costs to operate and maintain our technical training equipment. Our Submarine Learning Center currently uses virtual reality and avatars via the Common Operator Analysis and Employment Trainer to train submarine crews around the world. This one-to-many initiative [instructor-to-student ratio] enables East Coast instructors to hold classes in electronic classrooms in San Diego, Hawaii, Japan or Guam. Simulation, combined with live, virtual and constructive training environments, enables us to immerse students in scenarios, causing them to react to complex, high-pressure situations without risk or the expenditure of precious operating funds. The savings can be applied to operations in support of our missions. We have tapped into serious gaming and continue to look for more opportunities to leverage this technology. Virtual reality and avatars give today’s sailors a chance to interact at a level they are familiar with during recruit, apprentice, journeyman and master-level training. These “pre-service exposures” to fleet environments accelerate the learning of our sailors when coupled with interactive curricula; both instructor-led and self-study. A good example of this is the Naval Service Training Command [NSTC] “Engine Room.” This virtual reality engine room environment allows students to experience the varying conditions they will be exposed to in the fleet, including normal vs. adverse conditions, damage control and firefighting efforts. This www.MT2-kmi.com

technology reinforces training objectives in a safe, “no consequences” environment, to build familiarity and knowledge prior to being placed in a live situation/scenario. NSTC is also seeking to expand the use of validated learning interventions involving the use of the Immersive Naval Officer Training System, a blended learning solution that effectively uses virtual reality to teach counseling skills in our officer accession programs based in Newport, R.I. Q: What is the status of the Navy Enlisted Supply Chain Planning and Execution [NESCPE] Program? A: Our weapons systems and platforms are technological wonders, but it’s the sailors who man them that make the difference, especially in combat. Over the last three years, the leadership of the Navy’s Manpower, Personnel, Training and Education [MPTE] enterprise has worked collaboratively to implement the NESCPE Program, leveraging industry supply chain principles to improve the way we plan, recruit, train and deliver sailors to the fleet. This collaborative effort is led by the business improvement team [BIT], which is composed of senior leaders from the MPTE enterprise and fleet stakeholders. Rear Admiral Cindy Covell, the Deputy Chief of Naval Personnel, and I co-chair this group, which provides strategic direction and oversight of supply chain planning and execution. To address supply chain issues, the BIT created two standing cross-functional teams for planning and execution. The planning cross-functional team works to identify accurate, linked demand signals throughout each step in the supply chain. We have made great progress to date in inculcating industry supply chain principles into our daily jobs, but we must continue to emphasize that the real measure of success is how well we coordinate across the whole supply chain, not just one segment of it, to create value for our fleet customers. One of the major steps taken this past year was the introduction of the Initial Skills Training Production Plan, which more closely aligns NETC production priorities to the current fleet demand signal, vice the training plan crafted three years ago in budget development. The execution cross-functional team has comprehensively analyzed the health and training of 31 enlisted ratings, with 42 remaining. Channels of communication have been opened that enable issues and concerns to be brought forward, discussed and resolved at the action officer level. In the past, much of this communication had to occur at the command level, significantly increasing the difficulty and decreasing our responsiveness to changes. The ability to conduct regular detailed discussions with all stakeholders in the supply chain has increased our situational awareness regarding the effectiveness of the whole process and improved our responsiveness to changes and challenges. For example, we have been able to identify and adjudicate disconnects in production planning for NETC schoolhouses and adjust class convening dates to allow the pairing of technical training courses, enabling more cost-effective training flow and sailors to get to their units faster with more training. In 2012, this effort produced significant results in two critical Navy ratings: electronics technician [ET] and fire controlman [FC]. The number of ET sailors in awaiting training status was reduced from a peak population of 499 in January 2011, with an average wait time of 62 days, to 155 sailors waiting an average of 34 days in November 2012 eliminating 70.3 man-years of unproductive time. Sailors in awaiting training status went from a peak of 465 waiting an average of 80 days in June 2010 to 306 sailors waiting an average of 79 days in November 2012, eliminating 35.7 man-years of idle time. Aligning and optimizing planning and execution in our supply chain will enable us to respond MT2  18.2 | 17


more quickly and effectively to future changes in force structure, training requirements and retention. Q: One year ago you said the greatest challenge was the demand for technical training combined with limited resources; how has the NETC addressed that challenge? A: One of the primary initiatives NETC implemented to address this challenge is the Virtual Desktop Initiative [VDI]. This solution affords greater flexibility and higher availability in our electronic classrooms. Desktop “virtualization” provides multiple student and instructor workstations from a centralized server environment, eliminating individual workstations that reside in one electronic classroom. We currently utilize thousands of computers. To keep pace with current technology, security risks and software, each computer is updated separately. When you virtualize a classroom, you shift from multiple updates to the update of a single server. In our first site, we went from 152 computers to three servers, meaning we only have to update three systems instead of 152. It’s a huge time and money saver. In addition to saving time and money and improving reliability and responsiveness, VDI saves electrical power. VDI has been successfully deployed and is fully operational at our site aboard Keesler Air Force Base. Over the next five years, it will be deployed to more than 36,000 daily users and will replace 80 percent of the more than 23,000 desktop computers we currently use in more than 2,500 classrooms at 68 learning sites around the world. As discussed earlier, another means to overcome the need for technical training with limited resources is the targeted use of gaming technology. The Navy’s Surface Warfare Officer School prepares engineering officers to manage complex shipboard engineering systems by employing a combination of instructor-led classroom training and simulators. PC-based engineering simulators allow students to learn engineering plant operations and characteristics, while the Readiness Control Officer Virtual Engineering Environment is a first-person gaming technology that allows students reporting to the Navy’s newest ship class, the littorial combat ship, to perform all functions of the ship’s engineering officer. The use of these simulators has decreased engineering officer of the watch [EOOW] qualification time and produced savings through a reduction in the number of underway days required to qualify. The average EOOW time to qualify [TTQ] for sailors not receiving this training is 14 months while the average TTQ for those receiving the training and independent assessment is one month, an average savings of 13 months per student. In general, new technologies combined with proven learning strategies continue to drive cost-effective improvements in training. These include intelligent tutoring systems and learning strategies leveraging simulation, virtual worlds and emerging technologies. They allow NETC to do more with less, all while improving training effectiveness and the timeliness of delivery. Q: What is your strategy to be more cost effective in 2013? A: We are always looking for ways to be good stewards of the taxpayers’ money. We recently set the course forward by establishing our NETC Strategic Plan 2013-2023, Charting the Course … Fleet Readiness Starts Here. Our first guiding principle is to apply innovative, costeffective learning solutions. In application, this equates to using our established end-to-end curriculum content development and revision process to identify the most cost-effective solutions to deliver training 18 | MT2 18.2

without sacrificing quality. Training devices are not getting any cheaper, so we have to get their acquisition and utilization right the first time. As new weapon systems and platforms are introduced, this process ensures that innovative techniques are considered and applied when appropriate, such as the use of interactive multimedia, simulators and avatars. Along with this strategy, however, we must work with the fleet and program resource sponsors to make those hard resource allocation decisions and only develop training that has been resourced to respond to a validated requirement. In the plan’s execution, we developed an FY13 Integrated Business Plan to define strategic focus areas and desired effects to encourage more efficient use of our finite resources. One of our primary projects this year is to make the most of our capacity through development and testing of an enterprise training resource manager that will allow us to maximize capability—based on available instructors, classrooms and equipment—to meet fleet demands. We will continue to modularize training to be used repeatedly at different schoolhouses, saving money and time while providing a standardized curriculum to our sailors. NETC is developing requirements for a content repository that will contain all curricula and supporting files to be repurposed. For example, radar theory can be used by three different centers across surface, submarine and aviation training. Finally, we will continue to package and run older training content which requires older versions of an operating system or outdated software to run securely in our current environment without having to spend precious resources re-engineering the training content just for technology reasons. Based on early test results, we are expecting a 90 percent success rate with this strategy. Q: What do you foresee are the top three significant technological advancements to have an impact on NETC? A: First, the ever-increasing numbers and types of mobile devices offer many possibilities to enhance the sailor’s ability to access Navy training. We continue to seek ways we can leverage these devices to increase the availability of training and training content. We want to deliver training using technology our young sailors are already familiar with, but we must work within the framework established by the Navy to protect information technology assets and data. We are leaning as far forward in this arena as the information security rules will allow. Second, NETC has long been looking for a means to standardize NETC intranet and electronic classroom services, operations and support. The diversity of all the various requirements presents many challenges. As virtual desktop capabilities have technically matured, they appear to be a custom-made solution for us. As previously discussed, desktop virtualization will allow us to provide multiple student and instructor workstations from a centralized server environment, eliminating physical workstations residing in just one classroom. The extreme flexibility, simplicity, speed and capability of virtual desktops will allow a standard set of equipment and standard configuration to meet more than 90 percent of our electronic classroom needs while adding a layer of significant information assurance improvements and reducing operational costs by as much as 30 percent. It’s reliable and it’s faster. Instructors now spend less time fighting the technology and more time teaching. The additional benefit of our virtualization solution is that it’s not only engineered to meet our current requirements, but possesses the ability to expand to satisfy future demands. Finally, personal computer simulation and part-task trainers are being developed to support specific training objectives. We are www.MT2-kmi.com


developing a part-task trainer to replace an aging radar system currently used to train electronic technicians and fire controlmen. The outdated radar system requires extensive maintenance to keep it operational. PC simulation is being developed to enhance training by eliminating bottlenecks in training pipelines and provide additional opportunities to practice critical skills before using actual technical training equipment. This approach is also likely to be useful elsewhere in the training paths in our most technical ratings, which currently require very specialized training for each of the many existing system configurations and baselines. Q: What are the benefits of aligning and synchronizing with learning partners? A: In my experience, no single agency has the 100 percent solution for training quality. We gain great synergy by working with others. We cannot discount the successes of other government agencies, businesses, industry, academia and our allies when it comes to good ideas. NETC benefits from our alignment with the Inter-service Training Review Organization [ITRO]. This partnership between the military services allows us to assess the feasibility of training together and what resources are required. Through this voluntary cooperation, the services have benefited from sharing military infrastructure, allowing reductions in resources dedicated to training. For the Department of Defense, the ITRO process has yielded significant reductions in the cost to train members of participating military services and the U.S. Coast Guard. One of the Navy’s best examples is the training we provide at the Naval Diving and Salvage Training Center [NDSTC], in Panama City, Fla. NDSTC teaches 22 separate courses of instruction to students from all five armed services, as well as interagency and international partners. Graduates are trained in various diving equipment and the techniques necessary to accomplish operational missions such as salvage, harbor security, mine clearance, submarine rescue and special operations. As a result, all the services are not required to establish their own courses of instruction, avoiding significant investments in infrastructure, equipment and manpower. NAVSCOLEOD, located on Eglin Air Force Base, Fla., provides highrisk, specialized, basic and advanced EOD training to more than 2,100 U.S. and partner-nation military and U.S. government personnel each year. These technicians learn how to deal with ground, aviation, underwater and improvised explosive devices. The list of nations coming through the training continues to grow with the first students from Albania, Peru and the island chain of St. Vincent and the Grenadines graduating from the basic EOD Technician course on February 13. Q: As a performance driven organization, how does the NETC measure success? A: One of the primary ways we measure success is through training effectiveness surveys. NETC is partnering with Fleet Forces Command, type commanders and operational units on each coast to establish a more robust and systematic method to measure the effectiveness of our training programs in the fleet. This integrated Training Effectiveness Management Program will provide a standardized process to assess graduates of NETC training through the eyes of their deck plate leaders, verify that fleet requirements are being met, and provide quantitative and qualitative data we will use to get the most “bang for the buck” from our investments in initial skills training. This process supports the job, duty and task analysis work we do at the task level to comprehensively www.MT2-kmi.com

identify the work sailors must be trained to accomplish, and strengthens the human performance requirements review process, which validates existing individual training requirements and identifies new ones as fleet systems and operating procedures evolve. In addition to fleet feedback, which tells us if we are providing the right training, we use total quality indicators, such as formal course reviews and schoolhouse accreditation, that tell us how well we are teaching the course material. Three years ago, the NETC Training Excellence Awards transitioned to performance-oriented awards based on established measurable mission-focused criteria. They recognize those learning centers and training support centers that achieve outstanding levels and functional excellence in business administration and support, planning and programming, total force management, logistics, information technology, curriculum management, training production, training support and financial management. These are all key supporting elements of our Strategic Plan. Along these same lines, I believe there is a strong correlation between employee satisfaction and the quality of the training delivered by an organization like ours. The Office of Personnel Management Federal Employee Viewpoint Survey results were released in late December and NETC is ranked in the Top 5 DoN commands, out of 292 government organizations, as a best place to work. Q: As conflicts in Iraq and Afghanistan come to a close, how will NETC adapt its training? A: We will certainly take the lessons we have learned from past conflicts and apply them to our training. As always, we will continue to imbue our sailors with skills and knowledge that enables them to respond to future challenges and threats. I don’t expect our mission to change dramatically as a result of the end of the current conflicts. What may change is what we teach, based on validated requirements from the fleet. We will remain agile, flexible and adaptable in the delivery of this training. Q: Is there anything else you would like to say? A: Training and operations are two sides of one coin, each inextricably tied to the other and competing for the same resources. Training enables optimum mission performance. Our challenge and obligation is to provide our sailors with the most relevant knowledge, skills and abilities as quickly as possible to achieve optimal knowledge transfer and make best use of the finite resources we have been allocated. I remain excited and proud to be part of this great organization. NETC’s training and education programs continue to provide our Navy and Marine Corps the asymmetric advantage needed to win in combat. In 2012, NETC training practices were again recognized by the world’s largest association dedicated to workplace learning, the prestigious American Society for Training and Development, with three “Excellence in Practice” awards and two “Excellence in Practice” citations. For the fourth time in the last three years, Navy has been ranked in the top 20 of training organizations in the country on Training Magazine’s Top 125 list and we have been notified that we will be on the list again in 2013. Additionally, we were proud to be recognized with Alfred P. Sloan Awards for Excellence in Workplace Effectiveness and Flexibility in three areas, and with an honorable mention in a fourth. These awards are testament to the dedication and expertise of our military and civilian employees who embody our motto: “Fleet Readiness Starts Here.” O MT2  18.2 | 19


Successful training through virtual reality.

By Nikki L. Maxwell MT2 Correspondent

has resulted in the modularization of these two critical components in Training in a virtual reality environment has become routine for a simulation system,” Argueta explained. modern military forces and law enforcement agencies. But behind the He said the trend is to utilize more commercial off-the-shelf special effects, the key to these realistic simulations is image genera(COTS) PC hardware and gaming software technology that drives tor (IG) technology hardware and software. The specialized hardware hardware to provide high-fidelity scenarios and special effects. Addi(computers, graphics cards and operating systems) push pixels out to tionally, the IG technology evolution has facilitated the integration of the display device, or the software development kits and tell the hardgaming technologies rendering more accurate representation of the ware what to do. real world environment. “In an Army virtual simulation and training system, the IG is “Fueled by competition, the industry has performed a quantum probably the most critical component,” said Gabriel Argueta, visual leap in both IG hardware and software,” Argueta said. “Today’s personal systems engineer for the Advanced Gunnery Training System, U.S. computer-based IGs are capable of rendering high-fidelity training sceArmy Program Executive Office for Simulation, Training and Instrunarios allowing more realistic special effects and animations closely rementation (PEO STRI). “It renders the virtual representation of the sembling real world scenarios, supporting the soldier’s immersion into entire training environment to include vehicles, maneuvers, sights, the virtual world.” sensors, weapons systems and its interactions, weather, illumination He said most virtual training systems used by the military are schedconditions and more.” uled for a technology refresh every four to five years during their life According to Argueta, IGs support the immersion of the soldier cycle, but the IG replacement effort can be synchronized with the techinto realistic geographic locations, without having to leave their home nology refresh phase to minimize required resources. base. This allows soldiers to plan their missions, test “Therefore, military simulation systems can maintheir plans and make changes to improve success by tain a specific IG throughout its system lifecycle only if helping them gain familiarity with the actual environvendors keep evolving their software to take advantage ment they will be deployed to. of the rapidly evolving computer graphics technologies,” “IG-rendered virtual training environments preArgueta said. pare individual soldiers and commanders to detect, Evolving software and developing new IG techrecognize, identify and acquire targets or threats by nologies are not new considerations for MetaVR. Since interacting with the details of the real world environ1997, the company has developed commercial PC-based ment simulated in the virtual trainer,” Argueta said. software for military simulation and training markets, “The evolution of hardware and software IG technolfeaturing high-speed visualization of 3-D content and ogy by industry and its implementation in the Army rapid creation of networked virtual worlds using realsimulation systems is critical in closing the gap to the W. Garth Smith world data. ultimate simulation challenge, which is to replicate wgsmith@metavr.com “MetaVR’s goal is to provide our customers geospewar scenarios as close to reality as technology allows.” cific real-time visual simulation systems with the fidelity of gameHe added that the use of IG in simulators to train soldiers is not a quality graphics,” said W. Garth Smith, co-founder and chief executive substitute for real-life training, but its effectiveness in preparing them officer of MetaVR. The company’s IG product is Virtual Reality Scene to accomplish their missions has been proven in previous conflicts. Generator (VRSG). MetaVR also develops MetaVR Terrain Tools for Esri “IG training scenarios are a very strong complement to real life ArcGIS, a plugin for building 3-D terrain from geospecific imagery, eltraining and result in saving lives by preparing soldiers for any situaevation and shapefile data to visualize in VRSG. The products are COTS tion in the battlefield,” Argueta said. “The bottom line is IG technology and run on game-level Windows computers. directly affects the visual realism [of a simulator], which is critical to MetaVR’s new Scenario Editor component of VRSG (currently in the soldier’s immersion and learning benefits. More realistic and dybeta testing and due to be released shortly) enables users to build-up namic effects [human characters, vehicles, weather, explosions, terrain dense areas of 3-D terrain with content and create scenarios with vedetails, etc.] contribute to a more effective and believable virtual trainhicle and character entities in a drag-drop interface. ing system.” “Our customers use our products in a wide variety of applications Historically, replacing a training device’s IG was very costly due such as UAV payload operator training, manned flight simulators, misto the effort required to develop new data packages between the host sion planning and rehearsal, JTAC simulation training, urban operacomputer and the IG, and the high cost of custom, proprietary hardtions training and aerial refueling boom operator training,” Smith said. ware. To lower that cost, the Army is moving toward solutions that “Since 2009, VRSG has been used in various configurations to simulate utilize more open and common standards. the functionality needed for JTAC warfighter training in close air sup“For example, the Common Image Generator Interface open source port (CAS) exercises, ranging from desktop to dome systems.” communication protocol, which interfaces a host computer with an IG, 20 | MT2 18.2

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MetaVR teamed with Battlespace Simulations Inc. (BSI) to provide a comprehensive CAS/Joint Fires training system for JTAC simulation training. The Michigan Air National Guard’s Combat Readiness Training Center at the Grayling Air Gunnery Range in Alpena, Mich., uses the MetaVR VRSG/ BSI Modern Air Combat Environment solution in its JTAC simulator called the ‘Grayling 4m JFIRES Dome,’ placing trainees in Afghanistan-based dynamic scenarios (using MetaVR’s Afghanistan 3-D terrain) including danger-close, force-on-force, multiple airframes, full-motion video feeds and artillery. Disti, another veteran company in the IG technology field, began producing software tools for interface development in 1999 through an SBIR grant from the U.S. Air Force Research Lab in Arizona. The result was the release of their flagship product, ‘GL Studio,’ a tool used for producing high-fidelity interactive 3-D graphics for cockpits and instrumentation. The first projects delivered with GL Studio were virtualized cockpits for the A-10 Warthog and F-16 Falcon. Scott Ariotti, director of global marketing and Replic8 product manager for Disti, said helping the military simulator user prepare for real-life missions is a priority for Disti, and part of that preparation is how to manage the war fighting gear. “Our warfighters are exposed to a lot of interfaces and have to become fluent in the ‘knobology’ it takes to control and interact with their weapon systems,” Ariotti said, explaining that GL Studio is designed to generate that kind of interactive content. “The problem domain for rendering interfaces is unlike a typical IG software package that is geared towards drawing and managing gigabytes of terrain and imagery data for flight and ground training. The interface rendering environment has to handle all of its data within arm’s reach of the trainee, not what’s 50 feet or 50 miles downrange.” He said the interface rendering environment also has to handle trainee interaction events on the graphics to deliver the correct response, including toggle or momentary buttons and switches, freely rotating, constrained or dented knobs, thumbwheels and switch guards. “In the case of multi-function displays found in today’s advanced helicopter and fighter platforms, accuracy in display appearance and response is critical,” Ariotti said. “GL Studio is geared at delivering a oneto-one pixel correlation between the training device displays and the

SEE YOUR APPS TAKE OFF WITH HARD REAL-TIME.

real aircraft systems. The result is a training device that has equivalent form and function to what they will fight with.” The company CAE has integrated visual systems into simulators for more than 40 years. CAE’s first military IGs were for rotary wing platforms, and by the early 2000’s CAE’s IGs expanded into Fast Jet and military transport/tanker training. “CAE Medallion IGs have been used on Black Hawk and Chinook combat mission simulators we developed for the U.S. Special Operations Command,” said Phil Perey, senior director of business development for CAE. “Our IGs were also used as part of a visual system upgrade program for the U.S. Army’s AH-64A Apache combat mission simulators.” The new CAE Medallion-6000 IG is used on C-130H simulators that CAE operates at its C-130 Tampa Training Center. There, customers, including the U.S. Coast Guard, do their C-130 aircrew and maintenance training. “The CAE Medallion IG was amongst the first to adopt COTS components almost 10 years ago to help lower costs and increase scene content,” Perey said. “This innovation has now been more broadly adopted.” Perey said CAE has invested heavily in the open standard called the Common Database (CDB), originally developed for the U.S. Special Operations Command, which revolutionizes how digital content is used and shared across simulators. He said it brings significant benefits to the user, including correlated training environments, fast database updates and ease of sharing content across several IG manufacturers, “unshackling the end-user from a single vendor, which increases competition.” Matrox developed the EIDS computer-based training system for the U.S. Army in 1986, and recently continued developing computer-based graphics-related products for simulation and training. “Matrox Avio KVM extenders are among the few fiber-optic-based KVM-extension solutions available in the market to offer the maximum blend of no latency and compression, display density and ease-ofdeployment,” said Samuel Recine, director of sales–Americas and Asia Pacific, Matrox Graphics. “The density we have brought to the video wall market space has significantly reduced the cost of building extremely high-performance video walls and also greatly encouraged new solutions, competition and exciting new features by supporting the rise of

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MT2  18.2 | 21


With the U.S. military facing the reality of dodozens of new players in the field. We are now doing the ing more with less, there is a challenge to meet same thing for video distribution over IP.” the needs of training for the mission, while staying A new Maevex video distribution, over IP technology, within budget. enables the capture of DVI or HDMI into a H.264 com“When procuring new virtual training devices, pressed standard IP stream, which can be viewed in softthe U.S. Army considers requirements that are critiware on devices with software video players or on dedical in supporting the development integration and cated Matrox decoding hardware. lifecycle support of a particular training system,” Ar“Our technology is part of the state-of-the-art equipgueta said. “This includes the ability to maintain the ment used in combat vehicle simulators, procedural IG capability for the life of the training device.” trainers, command and control operations, navigation He said the hardware architecture should supconsoles, visualization rooms in defense, automotive, oil Ken Jackson port the ability to refresh the technology without and gas, life sciences, and much more,” Recine said. ken.jackson@ccur.com major redesign costs, and lower overall life cycle Concurrent Computer Corporation began producing maintenance costs. IG products for military use in 1996. Today, Concurrent’s ImaGen Vi‘The Army also considers the proprietary limitations some vensual Server family offers fully integrated, affordable high-performance dors impose in IG component rights and the impact it has on the IG solutions for real-time simulation and modeling applications, acArmy’s ability to maintain the systems over its life cycle,” Argueta said. cording to Ken Jackson, vice president, Concurrent Real-Time. He said it is impossible to predict the virtual simulation and train“ImaGen servers help provide very realistic training environing arsenal for the future, but he has an idea of what DoD will be ments for our nation’s warfighters, and deliver the technology looking for. needed to rapidly develop and deploy accurate, real-time 3-D visual “[The U.S. Army] would like to see a continued push towards lower solutions for applications such as civil and military simulation, miscost COTS hardware solutions, open software and interface standards sion planning, homeland security, scientific and medical imaging, and gaming-style realism,” Argueta said. architectural design and energy exploration,” Jackson said. “Powered “Our Scenario Editor, currently in beta testing, provides a gameby Concurrent’s RedHawk Linux, ImaGen is the ideal platform for level-editor-like graphical interface of tools and content libraries with truly interactive, virtual reality, landscape, architectural, and aerial, which users can easily build 3-D scenes and scenarios on terrain in ground and marine simulation.” VRSG,” Smith said. “This level of realism is important for our users for training in simulated environments such as dense urban scenes, airfields, and forward operating bases.” In 2012, Disti announced a new runtime architecture for GL Studio called Lumen, developed to handle the requirements of today’s interface development demands—touchscreen events, multi-touch support, gestures (i.e., multi-finger drags and pinches) and advanced animation controls. “This new architecture will support the image display creation demands for the next 10 years,” Ariotti said. “CAE invests approximately 10 percent of its annual revenue into research and development,” Perey said. The company recently launched a capability and solution called the CAE Dynamic Synthetic Environment. “We are always focused on enhancing scene realism to achieve cinematic qualities, while lowering cost of ownership with the latest COTS advancements.” According to Jackson, Concurrent continuously strives to imNolan Bushnell David Coghlan Bruce Joy Dan O’Leary prove their IG products by upgrading the ImaGen brand to include Vastpark Atari Havok n-Space new start-of-the-art rendering technology. CEO Founder Managing Director President “ImaGen offers the latest NVIDIA graphics cards such as the Quadro K5000 and GeForce Titan. In addition, our RedHawk Linux real-time operating system includes optimized NVIDIA graphics drivers to provide deterministic performance,” Jackson said. When asked about the new products Matrox is currently developing for use in simulators, Recine has one simple answer: “It’s a secret…” Whether through virtual battlefields, urban warfare, manned flight simulators or other military training, IG technology saves lives, time and money through virtual preparation, and that is reality. O Presented by:

22 | MT2 18.2

For more information, contact MT2 Editor Brian O’Shea at briano@kmimediagroup.com or search our online archives for related stories at www.mt2-kmi.com.

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Training warfighters to be both soldiers and law enforcement. By Karen Kroll MT2 Correspondent

joint and coalition missions,” said spokesperson Captain Natasha Waggoner. This is done through six core capabilities, including base security operations, law and order operations, and nuclear security. Given the range of responsibilities they handle, military police must gain not only the warrior and weaponry skills that all soldiers need, but also must know, for instance, how to act as first responders in emergencies, conduct criminal investigations and provide security for military bases and installations. While always acting in accordance with the Uniform Code of Military Justice, depending on the situation, military police may also need to use force in accordance with the U.S. Constitution, Didier said.

The military police have played an important role within America’s armed forces since General George Washington authorized the formation of the Marechaussee Corps in the Revolutionary War, according to information from the U.S. Army Center of Military History (CMH). The men of the Marechaussee Corps were responsible for patrolling the camp and its vicinity, keeping an eye out for fugitives and thieves while also watching for enemy attacks Blend of Training Methods from the rear, according to the CMH. As this job description suggests, military police units are soldiers, yet also assume law enTo meet these needs, the training military police undergo forcement and security responsibilities. typically blends classroom, online, laboratory and simulation To be sure, the emphasis placed on each of these responsibiliexercises. The Navy, for instance, is incorporating more comties has evolved over time as the military’s needs have changed. puter-based training, Burgett said. Before the attacks against the USS Cole in 2000 and the SeptemIncoming enlisted members of the Air Force Security Force ber 11, 2001, attacks, the military police units within the Navy start with basic training for eight weeks before moving to 65 were more like masters at arms, focused primarily days of specialized security force training. Comon law enforcement, said Robert Burgett, Mastermissioned officers participate in 78 days of seAt-Arms and “A” School course curriculum model curity force training after completing their acmanager with the U.S. Navy. After those events, the cessions training, Waggoner said. They’ll learn military police became a more encompassing secuabout the elements of an offense, searching and rity force, he added, focused on both law enforcehandcuffing, and the use of force. Because of ment and protecting the force. the role they play in base defense, the airmen Because of this shift, the training military poalso will learn about on- and off-base patrolling, lice officers undergo has changed as well, and now nuclear security, and defeating enemy threats. places a greater emphasis on security force trainThe Air Force Security Forces’ training ining, Burgett noted. cludes both classroom and practical applications Steven Didier Military police “have to be soldiers first, and of the skills they’ll need, Waggoner said. For then have law enforcement duties on top of that,” steven@phoenixrbtsolutions.com instance, they might practice responding to doadded Steven Didier, chief executive and co-owner mestic incidents, running military convoys and of Phoenix RBT Solutions LLC, a provider of training solutions defending an airbase under attack. The exercises can take place for law enforcement and military personnel, and the sales and at technical school, their home station and in advanced traintraining arm of Ultimate Training Munitions (UTM). “Besides ing, she added. fighting wars, they have to deal with people. It’s a unique split.” Technology is incorporated into the training, as a core comFor instance, the mission of the security forces of the U.S. petency of the Security Force is “to sustain a warrior’s ethos Air Force is to “protect, defend and fight to enable Air Force, with a technological aptitude,” Waggoner said. www.MT2-kmi.com

MT2  18.2 | 23


Online Training

Virtual Training

One way in which technology is incorporated into military police training is through the use of online instruction, which may supplement or even replace some classroom training, said Paul Terry, general manager with the professional education division of Blackboard Inc., an education technology company. In contrast to online training programs of years past, which often required no more than simply clicking through a presentation burned to a CD, today’s online learning programs offer a “social learning environment” that’s engaging and dynamic, Terry said. This could include, for instance, a discussion board in which students can answer questions and talk about various approaches to the different scenarios they’re learning about. The boards also allow students to remain connected even after official courses are complete. An online discussion board also allows individuals who are more reflective to voice their opinions at their own pace, Terry noted. In an actual classroom setting, these students may be overshadowed by more dominant classmates. And the online training enables all students to come better prepared to classroom instruction, which means that everyone’s time can be used more effectively, he added.

Virtual firearms training systems can help military police gain skills in weapons safety and marksmanship, said Eric Perez, director of virtual military systems sales for the Americas with Meggitt Training Systems, a provider of weapons training systems for the military. “Additionally, these systems prepare military police for potentially lethal situations within a non-lethal training environment.” The systems consist of several parts. One is a Paul Terry large projection screen that may show, for instance, paul.terry@blackboard.com a street scene or the interior of a house. A scenario plays out on the screen, and the soldier in training reacts as if he or she is responding to the situation. For instance, the soldier would acknowledge a door and that he/she is checking to see if the door to a building is locked or unlocked. The soldier works with an actual weapons system, although the parts that fire live ammunition have been removed and can be tethered or tetherless. Meggitt’s BluFire technology uses Bluetooth wireless technology to allow the weapon to feed data back to the system and the trainer. The fully senEric Perez sored weapons, combined with the system software, eric.perez@meggitt.com allow the trainee and trainer to review deficiencies in marksmanship and/or areas for improvement within a judgmental training scenario. Virtual training enables soldiers to gain realistic practice in BOOK BEFORE 4TH MARCH 2013 SAVE UP TO €880 marksmanship and weapons use, but in an environment that can be MILITARY ATTEND FREE more accessible than conducting a firing session on a live range, Perez See website for full details said. Moreover, the instructor receives feedback on each soldier’s performance and can review it with them, with an eye toward helping them improve. In addition, the judgmental training scenarios (video or CGI) have become increasingly realistic. “A lot of these guys grew up with Nintendo or PlayStation and won’t stand for something that looks archaic,” Perez said. The benefits go beyond the cosmetic. For instance, if the scenario shows wind or rain, the student must make the necessary adjustments. The system software works with the ballistically accurate weapons to ensure the student is training within a true-to-life environment. This helps the student to learn to adjust to a changing environment, just as he or she would in a real conflict. The International Forum for the Studies conducted by Meggitt have shown that weapons practice National Training Military Training, Education & Simulation conducted in a simulated environment provides the types and levels Association, USA and Simulation Sectors of stress similar to what students might experience in actual combat, Perez said. Some of this research was summarized in the September > Peer-reviewed Conference 2011 issue of Law & Order magazine. The conclusion noted that “the use of firearms simulators can indeed produce stressors replicating > Over 140 Exhibiting Companies field encounters requiring a lethal force response.” It went on to say > Networking Opportunities that while simulation should not replace other types of judgmental/ firearms training, it should be an added component. Find out more and register to attend at:

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National Training & Simulation Association, USA

24 | MT2 18.1 18.2

National Training & Simulation Association, USA

Role Playing

Reality-based training offers another approach in which military police can learn to respond effectively to stressful situations, including combat and conflict resolution scenarios. “The whole purpose www.MT2-kmi.com


of reality-based training is that it provides a platform for a unit or individual to test his or her strengths, the limitations of the protocols and tactics,” said Didier. “The goal is to provide a means to see what works and what doesn’t, and serve as a springboard [to improvement].” Phoenix RBT does this through what Didier calls “reality-based immersion” that replicates the various environments—say, an urban street or a battlefield—in which soldiers must operate. This occurs in several steps. To start, soldiers’ guns are made failsafe with UTM conversions, allowing soldiers to use their duty weapon in training. The converted weapons shoot UTM non-lethal training ammunition. “The pain penalty of the UTM Man Marker Round feels like getting hit with a big rubber band,” Didier said. Along with the weapons conversions, munitions and equipment, Phoenix brings in actors to play the role of, for instance, an active shooter. As a result, the soldier uses his or her own weapons to “engage and take care of the situation in real time. They can test protocols and see what works and what doesn’t,” Didier said. Didier compares this to boxers’ training, as soldiers are, figuratively speaking, getting into the ring. “You have to be able to replicate what it’s like in real life.” As a result, they’re better prepared to handle the range of situations they’re likely to face, concluding them more quickly and with less risk to all involved. Role playing can occur throughout a soldier’s career, Didier said. Because the skills a soldier acquires are “very perishable,” as Didier said, it’s important that training continue on an ongoing basis. “If

you don’t stay up on them, you’re taking two steps back in the next conflict.” Such training decreases the chance of a soldier shooting the wrong person or committing an unintended discharge, while increasing the odds of hitting the correct target. Other experts agree that soldiers’ training needs to be ongoing. The Air Force, for instance, offers its Security Forces various opportunities to attend additional professional military training and security forces advanced training throughout career, Waggoner said. As the nature of conflicts changes, military police units are likely to see some shifts in their training. Because of the U.S.’s involvement in two wars and the increase in incidents of active shooters, USAF Security Forces training is moving away from set patterns of responses to incidents, and evolving to what the USAF refers to as “effects-based operations.” The intent is to allow airmen greater flexibility in their training and the way in which they accomplish a mission. In addition, the USAF is incorporating more leader-led training, Waggoner said. “The goal is to move training expertise to a lower rank level, subsequently advancing the maturity of the leaders, while exponentially growing our mission capability.” The overarching goal, of course, is to continue to train military police so they can carry out their responsibilities as safely and effectively as possible. O For more information, contact MT2 Editor Brian O’Shea at briano@kmimediagroup.com or search our online archives for related stories at www.mt2-kmi.com.

Be prepared! Practice to improve skills.

RUAG Schweiz AG | RUAG Defence Allmendstrasse 86 | 3602 Thun | Switzerland | Phone +41 33 228 22 65 marketing.defence@ruag.com | www.ruag.com

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MT2  18.2 | 25


PM TRADE Develops Next Generation of LOMAH Technology By Dolly Rairigh Glass The location of miss and hit technology (LOMAH) has existed for many years, but late last summer/early fall, the Project Manager for Training Devices (PM TRADE) Target Modernization team saw their concept to modularize and streamline LOMAH become a reality when it passed its government acceptance test (GAT). PM TRADE, an organization of the U.S. Army’s Program Executive Office for Simulation, Training and Instrumentation (PEO STRI), is the new system’s materiel developer, and since that GAT, they have been busy fielding two additional LOMAH ranges, demonstrating LOMAH’s training potential and gaining momentum for their modernized LOMAH technology. An important part of the new LOMAH technology is its ability to give immediate feedback to the shooter, helping to identify what adjustments must be made to “zero” his/her weapon. [Photo courtesy of Team This LOMAH projectile locating system for small arms thus Orlando] marksmanship triangulates the location of rounds fired a subsequent attempt. “At the end, we had 16 smiling kids on the on or near targets to support basic rifle marksmanship training, top of the world,” Todd said. which increases rifle range efficiency, improves training effectiveThe team presented their product and findings to the PEO ness, and saves training time for commanders and soldiers. STRI, Dr. James Blake, as well as to Brigadier General Michael An important part of this technology is its ability to give Lundy, deputy commanding general, Combined Arms Centerimmediate feedback to the shooter, thus helping to identify what Training (CAC-T), during a visit he made to PEO STRI earlier this adjustments must be made to “zero” his/her weapon. James Todd, year. Lundy saw the potential in the modular LOMAH and inquired the project director/lead systems engineer for target modernizaabout retrofitting an existing Forces Command range to modernize tion, PM TRADE, conceptualized the improvements and is the it. In February, both Todd and Michelle K. Garcia Gomez, a systems driving force behind this modularized LOMAH system. engineer for target modernization, joined Lundy at Fort Eustis, Over the last five years, Todd and his team have been standardwhere Lundy himself tried out the LOMAH technology. izing the small arms ranges to a common set of standards, as part “His first group of shots was a tight group, but to the left and of the Future Army System of Integrated Targets, and utilizing a little high,” said Todd. “The LOMAH data was interpreted for his a common, government-owned target control system called shots and the adjustments were made to the weapon. He followed Targetry Range Automated Control and Recording (TRACR). They up by hitting dead center on his next two shots, and after firing his felt now was a perfect opportunity to take their TRACR system third shot, he said, ‘It’s a flyer!’” The LOMAH data confirmed what and extend its functionality to include LOMAH. Lundy already knew—his breathing was off and it sent his shot The Army has a pass rate of only 40 to 45 percent during qualislightly high, although still on target. fication, and from test data observations, it appears that a signifiThe LOMAH technology has reached outside of the Army and cant contributing factor is that weapons are not zeroed. Zeroing has the interest of some of their Team Orlando partners, espea weapon means making sight adjustments on the weapon that cially the Marine Corps. They’ve also discussed it with the Navy, align the round’s point of impact to the soldier’s point of aim. plan to meet with the Air Force, and think that the Federal Law “When we went to Fort Benning, they gave us 16 hard-luck Enforcement Training Center is another potential user. cases, who wouldn’t have graduated if they did not pass qualificaSavings is a key word these days—especially in this fiscal tion,” said Todd. “When we brought them to the range, they were climate. Through immediate feedback, this new LOMAH techall downtrodden and wouldn’t even make eye contact.” nology speeds up the training for quicker qualification and scales Using LOMAH, this group shot to confirm their zero first with back what used to be three days of training on multiple ranges to 20 rounds, and then went straight to the qualification round. one day of training on one range. The efficiency of the LOMAH In the first attempt, 11 of the 16 passed, and a 12th would have technology gives the Army, and other services, a better way to train passed but had a weapon malfunction. Based on the feedback from their warfighters in small arms marksmanship while saving time the LOMAH system, the five that didn’t pass spent time with the and money. O range cadre to review some basic skills, and they all passed after 26 | MT2 18.2

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The advertisers index is provided as a service to our readers. KMI cannot be held responsible for discrepancies due to last-minute changes or alterations.

MT2 RESOURCE CENTER Advertisers Index Concurrent Real-Time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 www.real-time.ccur.com GameTech . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 www.gametechconference.com General Dynamics Information Technology. . . . . . . . . . . . . . . . . . 9 www.gdit.com ITEC 2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 www.itec.co.uk/mt2 Janus Research Group Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 www.janusresearch.com Krauss-Maffei Wegmann . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-11 www.kmwsim.com L-3 Link Simulation & Training . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 www.link.com Meggitt Training Systems. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C2 www.meggitttrainingsystems.com MetaVR. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C4 www.metavr.com Raytheon Technical Services Company. . . . . . . . . . . . . . . . . . . . . C3 www.raytheon.com Ruag Defence. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 www.ruag.com The Tatitlek Corporation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 www.tatitlek.com

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MT2  18.2 | 27


INDUSTRY INTERVIEW

Military Training Technology

Dirk Schmidt Senior Vice President of Training & Simulation Division Krauss-Maffei Wegmann prepared for in-country and global competition. In the U.S., our subsidiary Wegmann USA manages projects and develops software for U.S. customers and partners extensively in the U.S.; as such, we are well positioned to support U.S. military training needs.

Dirk Schmidt has been the senior vice president of KMW’s Training & Simulation division since 2002. Before joining KMW, he worked for several companies in the defense area and has specialized in simulation, vetronics, C4I systems, robotics and crew station technology. Q: Can you describe Krauss-Maffei Wegmann’s history and evolution? A: Krauss-Maffei Wegmann GmbH & Co. KG [KMW] is the product of a 1999 merger between two rail industry companies with a history dating to the early 1800s; each became involved in defense business during the World Wars. Today KMW is as a leading supplier of tracked and wheeled military vehicles. Each company had well established training and simulation businesses, which combined to form KMW Training & Simulation which focuses on simulation for military and civilian vehicles, reflecting KMW’s deep vehicle knowledge and high-quality training devices. Q: What are some of your key products in the DoD training and simulation industry? A: KMW delivers a broad spectrum of training equipment for virtual and live training. In virtual this includes driver and gunnery training, combat, tactical, C4I system-simulators and combat support. In live training, KMW delivers driver training tanks and live-firing monitoring equipment. Common to all simulators is the KMW SW framework, which provides core services for all virtual simulations. This flexible scalable framework, consists of modules for vehicle simulation [logic, dynamics], weapon simulation, image generation, computergenerated forces, exercise control, AAR and terrain databases. This technology forms the core of every KMW simulator, is the same regardless of simulator type, and using this framework, simulators for new vehicle are easily developed. The framework includes networking [all KMW simulators can work together] which is a key enabler of our “dynamic terrain,” where realtime distributed changes to polygonal structure of the virtual environment in response to 28 | MT2 18.2

Q: What is Krauss-Maffei Wegmann‘s connection with the defense community? events are handled within the environment. A crater is not a simple texture change—underlying polygons are modified, which affect CGF navigation and ownship dynamics. Furthermore, since terrain changes are distributed real-time over the network, all network simulators see the same thing at the same time, ensuring ground truth faire-fight conditions. Q: What are some of the new training/simulation technologies Krauss-Maffei Wegmann is developing? A: We are enhancing our “advanced dynamic terrain” in the area of soil physics. Earliergeneration dynamic terrain craters have the same dimensions regardless of underlying soil type; advanced dynamic terrain crater dimensions depend on soil type at point of impact. Additionally, this technology is well suited for simulation of construction vehicles such as excavators. Our weather server implements dynamic weather for virtual simulations creating localized changes; this virtual dynamic weather provides variable weather conditions within terrain databases which change over time. The result is changing environmental conditions such as a frontal system creating locally changing weather as it moves through the database. For live training we are developing intelligent control systems for shooting range moving targets to expand training capability from “gunnery training” to more realistic “tactical training.”

A: KMW has a longstanding commitment to its customers and the defense community. We established an annual international simulator user group meeting alternately at KMW [Munich] and customer training centers around the world. The group consists of military users of KMW simulators and guests. The purpose is to provide an open forum for users to exchange ideas and experiences with KMW simulators and discuss future training requirements and technology trends. Q: What is an example of your success in the military, and what are some of your goals [specific to the training/simulation industry] over the next year? A: Success: A soldier returning home safe and sitting in a driving/gunnery simulator saying that it feels exactly like the real thing. Goals: continue technology leadership, continue to increase competitive edge and expand global network. Q: How do customers benefit from KraussMaffei Wegmann’s varied resources and expertise? A: KMW’s T&S expertise is based on vehicle know-how, i.e. first-hand knowledge regarding technological improvements in vehicle design and functionality and we transfer this to our simulators. KMW simulators are always very high-fidelity replications of original vehicles. Q: How do you measure success?

Q: How are you positioned for the future within the military? A: We have diligently developed a worldwide network of business partners who are experts within their fields and can provide the best technology at best price. Therefore, we are

A: KMW measures customer satisfaction directly via questionnaires and indirectly by various performance factors. Increasing “customer satisfaction” factor year [after] year is how we measure overall success. O

dirk.schmidtdr@kmweg.de www.MT2-kmi.com


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Real-time screen captures are from MetaVR’s visualization system and Afghanistan 3D virtual terrain and are unedited except as required for printing. The real-time renderings of the 3D virtual world are generated by MetaVR Virtual Reality Scene Generator™ (VRSG™). 3D models and animations are from MetaVR’s 3D content libraries. Photograph of the MetaVR-BSI JTAC desktop simulator courtesy of the Illinois Air National Guard, Peoria, IL. © 2013 MetaVR, Inc. All rights reserved. MetaVR, Virtual Reality Scene Generator, VRSG, the phrase “Geospecific simulation with game quality graphics”, and the MetaVR logo are trademarks of MetaVR, Inc.

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MT2 18-2 (April 2013)